An assortment of pharmaceutical-, biotech-, and business-related articles that extend the value already provided by our print magazine.
by Geoff Meyerson in partnership with Merrill DataSite
For a first-time entrepreneur or even a veteran of multiple start-ups, raising money is one of the hardest tasks to get right. It is very time-consuming, and it can be a major distraction from executing your business objectives. However, raising money is often a necessary step for a company to accelerate development, improve sales, and realize a successful exit.
A well-executed fundraising process can lead to competitive term sheets or offers from venture capital (VC) firms.
Here are 10 steps that life sciences companies should follow to successfully raise venture capital:
Chief Editor Rob Wright attended the AAPS (American Association of Pharmaceutical Scientists) Meeting and Expo in Washington, D.C. on Oct. 23-27. While there, he met many of the winners of the Life Science Leader CMO (contract manufacturing organization) Leadership Awards, which were conducted in conjunction with research firm Nice Insights. A complete list of the winners will appear in the November issue of Life Science Leader.
by Kaley Klemp and Jim Warner
We’ve all seen her. The world revolves around her. She’s never wrong. Mistakes are personal affronts. And if you invade her space, you’ll get to see a Hollywood-worthy melodrama.
Regardless of your skills or efforts, this diva picks relentlessly at your outputs. While it was entertaining in “The Devil Wears Prada,” it’s energy-draining to experience her in your work environment. While you try your best, it seems you can never meet her expectations—and you pay the consequences!
What to do? By following these five guidelines, you have a much better chance for a positive working relationship with a Drama Diva—and perhaps saving the theatrics for the movies.
by Rob Prinzo
The end of August marks the end of summer vacation and the beginning of planning and budgeting season. One small problem: the economic sluggishness that was supposed to be behind us has reared its ugly head once again. With wild swings in the market, who can't help but feel a bit skittish.
Nevertheless, you want to move your initiatives forward and you’ll undoubtedly be asked for your plan regardless of funding limitations. But how do you prioritize the list of projects that have accumulated over the last year and develop a strategy to move forward in this economic environment?
Developing a strategy does not have to be a major event requiring an off-site retreat, consultants, breakout sessions and flip charts. The following is a simple five step process that can be conducted in one to two hour long sessions. The result will be an effective, prioritized plan for your projects. You may even surprise yourself and find that there are a number of initiatives that you can move forward without additional resources.
By Sara Gambrill, contributing Editor
(This is a continuation of Sara's review of her time at the 2011 Post Aprroval Summit in Boston)
On a panel, regulators from Europe and Canada as well as representatives from industry operating in the U.S. and Europe and U.S. academia all described an array of activities and safety initiatives by their respective governments to improve the utility of findings from post-market research and/or communicating them to patients. Richard Platt, M.D., a professor of Medicine at Harvard Medical School described the Mini-Sentinel initiative, an initiative within the Sentinel Initiative, which is undertaking the development of the Sentinel System — a national electronic safety monitoring system in the U.S.
By Elise Walton, Ph.D.
Forty percent of the S&P 500 now have non-executive Chairs, up from around 20% a decade ago. Given the growth of this leadership model, one might imagine that there has work done how to make it work. Not so. If you Google “effective CEO” or “effective board chair,” you’ll get thousands of hits. Google “Effective Chair and CEO relationship” and you get 30 or so hits. Despite growing awareness of the power of relationships and networks, management practice and governance experts seem mute on the topic of how an effective Chair-CEO relationship works.